Session 2 Ops Strategy

Chapter 2 Strategy
OSCM- Chase, Shankar, Jacobs

LO2–1: Know what a sustainable business strategy is and how it
relates to operations and supply chain management.
LO2–2: Define operations and supply chain strategy.
LO2–3: Explain how operations and supply chain strategies are
implemented.
LO2–4: Understand why strategies have implications relative to
business risk.
LO2–5: Evaluate productivity in operations and supply chain
management.
McGraw-Hill/Irwin 2-1
Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved.
Operations and Operations Strategy
2-2
Sustainable Strategy
• The firm’s strategy describes how it will create and sustain
value for its current shareholders
• Shareholders – individuals or companies that legally own one or
more shares of stock in the company
• Stakeholders – individuals or organizations who are directly or
indirectly influenced by the actions of the firm
• Adding a sustainability requirement means meeting value
goals without compromising the ability of future
generations to meet their own needs
• Triple bottom line – evaluating the firm against social,
economic, and environmental criteria
2-3
Triple Bottom Line
Exhibit 2.1 2-4

Triple Bottom Line Continued
• Social responsibility: this pertains to fair and beneficial
business practices toward labor, the community, and the
region in which a firm conducts its business
• Economic prosperity: the firm is obligated to

compensate shareholders who provide capital
• Environmental stewardship: this refers to the firm’s

impact on the environment
2-5
Triple Bottom Line
Give example from
your experience where
one of the elements is
missing!
Exhibit 2.1 2-6

What is Operations and Supply Chain Strategy?
• Operations and supply chain strategy: setting broad

policies and plans for using the resources of a firm – must
be integrated with corporate strategy
• Corporate strategy provides overall direction and coordinates
operational goals with those of the larger organization
• Can be viewed as part of a planning process that coordinates
operational goals with those of the larger organization
• Operations effectiveness: performing activities in a

manner that best implements strategic priorities at a
minimum cost
2-7
Competitive Dimensions
Price
• Make the product or deliver the service cheap
Quality
• Make a great product or delivery a great service
Delivery Speed
• Make the product or deliver the service quickly
Delivery Reliability
• Deliver it when promised
Coping with Changes in Demand

• Change its volume
Flexibility and New-Product Introduction Speed

• Change it
2-8
Other Product-Specific Criteria: “Support It”
Technical liaison and support
• A supplier may be expected to provide technical assistance for product
development
Meeting a launch date
• A firm may be required to coordinate with other firms on a complex project
Supplier after-sale support

• An important competitive dimension may be the ability of a firm to support its
product after the sale
Environmental impact
• This dimension is related to environmental/green criteria
Other dimensions
• These typically include such factors as colors available, size, weight, location of
the fabrication site, customization available, and product mix options
2-9
Trade-Offs
• Management must decide which parameters of

performance are critical and concentrate resources on
those characteristics
• For example, a firm that is focused on low-cost production
may not be capable of quickly introducing new products
• Straddling: seeking to match a successful competitor
while maintaining its existing position
• It adds features, services, or technology to existing activities
• Often a risky strategy
• Example of Automobile maker
2-10
Order Winners and Order Qualifiers
• Order qualifiers: those dimensions that are necessary for

a firm’s products to be considered for purchase by
customers
• Features customers will not forego
• Order winners: criteria used by customers to differentiate

the products and services of one firm from those of other
firms
• Features that customers use to determine which product to
ultimately purchase
2-11
Strategies are Implemented Using Operations and
Supply Chain Activities
• All operations activities relate to one another

• To be efficient, the firm must minimize total cost without
compromising customers’ needs
2-12
Supply Chain Risk Examples
• Japanese Tsunami (March 2011)
• In 1996 General Motors experienced an 18-day labor strike

at a brake supplier factory
• This strike idled workers at 26 assembly plants and led to an
estimated $900 million reduction in earnings
• In 1997 a Boeing supplier’s failure to deliver two critical

parts led to a loss of $2.6 billion
• In 2000, a 10-minute fire at a Phillips plant that supplied

integrated circuits led to a $400 million loss
2-13
Assessing Risk Associated with OSCM Strategy
• All strategies have an inherent level of risk

• Uncertainty in the environment causes supply chain planners to
evaluate the relative riskiness of their strategies
• Supply chain risk: the likelihood of a disruption that

would impact the ability of a company to continuously
supply products or services
1. Supply chain coordination risks are associated with the day-to-
day management of the supply chain
2. Disruption risks are caused by natural or manmade disasters
2-14
Risk Mitigation Strategies
Risk Risk Mitigation Strategy
Natural disaster Contingency planning (alternate sites,

etc.) insurance
Country risks Hedge currency, produce/source
locally
Supplier failure Use multiple suppliers
Network provider failure Support redundant digital networks
Regulatory risk Up-front and continuing research;

good legal advice, compliance
Commodity price risks Multisource, commodity hedging
2-15
Risk Mitigation Strategies Continued
Risk Risk Mitigation Strategy
Logistics failure Safety stock, detailed tracking and

alternate suppliers
Inventory risks Pool inventory, safety stock
Major quality failure Carefully select and monitor suppliers
Loss of customers Service/product innovation
Theft and vandalism Insurance, security precautions,

knowledge of likely risks, patent
protection, etc.
2-16
Risk Assessment Matrix
Exhibit 2.4 (Partial) 2-17

Productivity Measurement
• Productivity is a measure of how well resources are used
• Productivity is a relative measure

• Must be compared to something else to be meaningful
• Operations can be compared to each other
• Firms can be compared to other firms or themselves over time
• Partial productivity measures compare output to a single
input
• Multifactor productivity measures compare output to a
group of inputs
• Total productivity measures compare output to all inputs
2-18
Partial Measures of Productivity
Business Productivity Measure
Restaurant Customers (meals) per labor hour
Retail store Sales per square foot
Chicken farm Pounds of meat per pound of feed
Utility plant Kilowatt hours per ton of coal
Paper mill Tons of paper per cord of wood
2-19
Thanks
2-20
Summary
• A strategy that is sustainable needs to create value
• Shareholders are equity owners in the company
• Stakeholders are individuals and organizations that are influenced by the firm
• Operations and supply chain strategy involves setting the broad policies for
using a firm’s resources
• Coordinates operational goals with those of the larger organization
• Strategies are implemented through a set of activities designed to deliver
products and services in a manner consistent with the firm's overall business
strategy
• Operations and supply chain strategies need to be evaluated relative to their
riskiness
• Supply chain disruptions are unplanned and unanticipated events that disrupt
the normal flow of goods and materials
• Supply chain coordination risks and disruption risks
• Productivity measures are used to ensure that the firm makes the best use of
its resources
2-21

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Chapter 2 Strategy

OSCM- Chase, Shankar, Jacobs

Exhibit 2.1 2-4

• Economic prosperity: the firm is obligated to

• Environmental stewardship: this refers to the firm’s

Exhibit 2.1 2-6

• Operations and supply chain strategy: setting broad

• Operations effectiveness: performing activities in a

Coping with Changes in Demand

Flexibility and New-Product Introduction Speed

Supplier after-sale support

• Management must decide which parameters of

• Order qualifiers: those dimensions that are necessary for

• Order winners: criteria used by customers to differentiate

• All operations activities relate to one another

• Japanese Tsunami (March 2011)

• In 1996 General Motors experienced an 18-day labor strike

• In 1997 a Boeing supplier’s failure to deliver two critical

• In 2000, a 10-minute fire at a Phillips plant that supplied

• All strategies have an inherent level of risk

• Supply chain risk: the likelihood of a disruption that

Natural disaster Contingency planning (alternate sites,

Network provider failure Support redundant digital networks

Regulatory risk Up-front and continuing research;

Logistics failure Safety stock, detailed tracking and

Major quality failure Carefully select and monitor suppliers

Loss of customers Service/product innovation

Theft and vandalism Insurance, security precautions,

Exhibit 2.4 (Partial) 2-17

• Productivity is a relative measure

Business Productivity Measure

Restaurant Customers (meals) per labor hour

Retail store Sales per square foot

Chicken farm Pounds of meat per pound of feed

Utility plant Kilowatt hours per ton of coal

Paper mill Tons of paper per cord of wood

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